The shift to a green economy is being driven by government policy, climate change, and technologies which when combined, fuel the consumer market for green products and services. Inevitably, this shift increases the demand for employees to be reskilled or upskilled to meet the needs of the future. According to the UN Environment Programme’s Global Guidance for Education on Green Jobs Report (2021) the transition to a green economy will add an estimated 60 million new jobs to the market by 2030.
Beyond the Pandemic
Every year the HR Pulse Survey looks to identify the key HR challenges local organisations are facing and to gain insight on the priorities for people management going forward. As we stand in this point of uncertainty, with what is believed to be the brunt of the pandemic behind us and a new normal ahead of us, this survey investigates what the workforce might look like after the effects of the pandemic start to subside.
Today’s HR function has made great strides in shifting from purely administrative in nature, to a strategic business partner which is critical to the running of the organisation. Though one key component which is lagging behind, and which makes all the difference between being a reactive HR function or a proactive one, is the area of HR Analytics.
Upskilling and reskilling need to be managed well and, in general, the talent management framework is a good place where such initiatives should land. COVID-19 has catapulted the role of technology in the field of talent management a decade sooner than we expected. In fact, one of the primary reasons why companies are failing at reskilling is due to the fact that they lack a sound strategy and training technologies to assist them with this. A talent management platform or learning management platform is vital to ensure that the skills in your company’s competency framework are in check. On the other hand, your platform is pivotal to ensuring that you are providing the right mix of learning resources (synchronous and asynchronous) to achieve knowledge and competency in those skills.
A four-part article series where PwC Malta’s People & Organisation team explore the journey of redefining work as we move closer towards a post-pandemic world. Each part of the series will focus on a different aspect of this redefinition in the workplace: leadership, the world of work, the workforce and wellbeing.
CEOs at financial services firms face a dilemma. Because the industry is changing rapidly, they must build the right skills for their organisation to continue to compete in the future. Yet doing so requires making investments that won’t generate a return for several years. In the meantime, they face relentless pressure to hit short-term financial targets.
Every year the HR Pulse Survey, a joint exercise carried out by PwC Malta and the Foundation for Human Resources Development (FHRD), looks to identify the key HR challenges being faced by local organisations and to gain insight on the priorities for people management going forward.
We are sharing the insights we collected on the remote working experience of over 850 workers in Malta to understand whether and how this could be a sustainable way of working in the long term. Download our publication below to discover more!
The impact of COVID-19 is causing businesses concern about their workforce. Every business and industry sector is being impacted differently.
Read PwC Malta's tips on how one can support employees through remote working and how to ensure business continuity.
The fifth edition of our HR Pulse Survey is out! This initiative is carried out by PwC Malta and the Foundation for Human Resources Development (FHRD). It aims to gather thoughts and views of Malta’s HR and business leaders on the key HR challenges organisations are facing, as well as priorities for people management in the year ahead. This year’s survey focussed on the HR Transformation and the reshaping of the role of the HR function in the future world of work.
While the majority of businesses recognise which capabilities are important for their future success, many are failing to take the actions needed today to build or even introduce them into their organisations. These actions include using data analytics to make workforce decisions and creating a compelling work experience for employees.
Organisational culture plays an optimal role in creating the right people experience and maximising organisational performance. 72% of C-suite and board members agree that organisational culture significantly influences a prospective employee when choosing an organisation to work for. However, despite the recognised importance of culture, PWC’s Katzenbach Center Global Culture Survey 2018 finds that 80% of respondents believe their organisation’s culture needs to evolve in the next five years if the organisation plans to grow and retain talent.
Advisory Partner, PwC Malta
Tel: +356 2564 7091
Director, Advisory, PwC Malta
Tel: +356 2564 7026